Digitalization is an issue that a lot of organizations are thinking about right now, which is why the release of Fujitsu’s new Insight Guide, Enterprise Evolution at Digital Speed, is quite timely. It helps us think more clearly about the subject, cutting straight to the chase and asking the vital question: what is digitalization actually for?
In Nneko’s blog last week, he mentioned that one of the most interesting parts of the debate was the general acceptance that the first wave of digitalization failed to deliver what organizations hoped it would. I’d agree and I think the contributors to the Insight Guide got it right by suggesting that it was because too many companies focused on technology and were not clear about the specific business objectives they wanted to achieve. The fact that organizations were deploying digital technologies did not make them truly digital. In the late 1990s, adding a ‘dot-com’ to your company name didn’t make you digital and building lots of apps won’t today.
I think David Rosewell sums up what makes an organization truly digital perfectly when he says, ‘It’s about getting closer to employees and customers.’ That’s exactly right. That should be the starting point for any digitalization project.
And achieving that goal sometimes means disruption to the way an organization works: there needs to be some ‘creative destruction’ to transform the business. That’s often very difficult to encourage in established businesses. But, it’s important. Every sector is at the mercy of digital disruptors who can – and are – undermining markets and business models. That’s why it’s so important to start the disruption yourself. You need to understand what digitalization is for, what you are trying to achieve and then take decisive (and creative) action to embed digitalization within the corporate culture now.
Keep an eye on the Twitter hashtag #EnablingDigital for examples Fujitsu people are sharing and feel free to join the conversation. It’s always great to see examples of digital disruption and how people are thinking differently across sectors.